Speaking about the cultural challenges facing Dyson, it can be seen in two forms.
Internal Challenges are those which are internal to the organization and as you see there, those are the main ones.
Communication invloves language, facial expressions, tone of voice, body language taking into conisderation what is culturally acceptable according to concept of face, name, and cultural dimenesions frame work proposed by Hofstede. Though Dyson stresses the English is spoken widely, it is not really the case as competent and semi-skilled workers are accustomed to official language and thus will find it difficult to take orders from English profient UK heads.
It requires huge investment of time, money and support from local support to get training and understanding of values. Unlike to a person living a culture, for an outsider, the understanding part becomes a daunting task. If Dyson fails to appreciate cultural values due to lack of cross-cultural competence, it might risk business when dealing with suppliers, business partners and even employee turnover increases.
3. Intercultural Dimensions
According to Prof Hofstede, business values depend a lot on intercultural dimensions like Power distance, Individualism, Masculinity and uncertainity avoidance. UK has a very low power distance value and high Individualism and Masculinity, while Malaysia and UK stand almost similar in uncertainity avoidance.
Adopting an ethnocentric approach by UK managers as opposed to the Malay culture will create resistance and failure and even absenteeism among the work force.
5. Discriminatory behaviour
Biased on generalization and stereotyping, assumptions will be made by managers on observable and un-observable traits of Malay workforce. This might result in major employee problems which with word of mouth can cause adverse effects.
6. Differential Advantage...
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